Medium-Term Management Plan

Olympus Corporation announced a new medium-term management plan (2016 Corporate Strategic Plan(16CSP)) on the 30th of March 2016, a new five-year, medium-term management plan slated to begin in April 2016. Under this plan, Olympus will work to improve corporate value by strengthening the foundations of the business and developing an aggressive business portfolio for sustainable growth beyond its 100th anniversary in 2019.

Positioning of 16CSP

Strengthening foundations and developing an aggressive business portfolio for sustainable growth beyond the 100th anniversary (2019)

In the medium-term vision (From the fiscal year ending March 31, 2013 ~), we were aiming to enhance corporate value by recovering the trust that was damaged by the scandal and worked on restructuring the management. 16CSP is, beyond the 100th anniversary (2019), strengthening foundations and developing an aggressive business portfolio for sustainable growth. As a result, we are aiming to become leading global player in medical field in the future.

Basic Policies

"Business to Specialist" Company

Olympus defines a "Business to Specialist" Company as a company that can accurately understand the demands and unmet needs of highly specialized expert and aspirational customers (specialist) and respond by proposing and providing compelling solutions in a timely manner. Over the years, Olympus has continued to exercise its strengths as a "Business to Specialist" Company to grow by earning the trust of customers.

Going forward, we will continue to utilize these strengths as we seek to become an even-more valuable partner to our customers by calling upon our innovative thinking, expertise in advancing technology, operational excellence, and unsurpassed integrity.

One Olympus

We will maximize the performance of the entire Olympus Group by sharing values and strategies and making full use of management resources on a global and Groupwide basis.

Driven by this commitment, Olympus will strive to meet or exceed the expectations of all of its stakeholders through sustainable growth and act as a good corporate citizen, thereby contributing to society by making the lives of people around the world healthier, safer, and more fulfilling.

Priority Strategies

We have defined the following six priority strategies to ensure that we can strengthen foundations and develop an aggressive business portfolio for sustainable growth while achieving our management targets.

Take action to grow businesses

Expand lineups and promote sales of strategic products

Shift from installation based medical business model to procedure based medical business model

Pursue growth opportunities in peripheral businesses

Acquire necessary management resources in a timely manner and fully leverage these resources

Manage portfolio of businesses in fields with low growth potential and shift management resources to growing business fields

Recruit and develop capable human resources in a timely manner

Optimize global R&D systems and production systems (production site planning)

Enhance management on a global and Groupwide basis

Strengthen QA/RA and internal controls and promote strict compliance

Enhance quality management systems and organizations to further business expansion in medical field

Further strengthen internal control functions

Construct and implement compliance systems suited to a truly global company

Management Goals

Monitoring the outcome of the strategy carried out by four indicators, Return on Equity (ROE)", "Operating Margin", "EBITDA growth rate" and "Equity Ratio". Aiming high standards, while keeping these balances.

Supplementary Materials

Evaluation of First Year of 16CSP

Key Points

One-Year Progress (Fiscal 2017)

Key PerformanceIndicators

Increased ROE to 19% (up 2 pts. year on year), higher than the target of 15%

Achieved equity ratio of 43% (up 5 pts. from Mar. 31, 2016), made improvements to financial position moving us toward target of 50%